Strategic Enrollment Management Plan 2019-2024

George Evans President

Enrollment Management Team 2019 Susan Batchelor Vice President of Student Services Terri Sanders Administrative Assistant to the Vice President of Student Services Alan Boerngen Associate Dean of Assessment Amy Troutt Dean of Enrollment Services Ashley Becker Vice President of Instructional Services Cheryl Boehne Regional Director of Education Centers Johnny Matthews Chief Information Officer Judy Hemker Vice President of Administrative Services Julie Obermark Dean of Nursing and Allied Health Kellie Henegar Dean of Arts and Sciences Laura Vahlkamp Director of the Academic Center for Excellence Nicolas Farley Dean of Career and Technical Education Scott Crothers Assistant Professor of Philosophy Travis Henson Director of Marketing Jeff Ebel Dean of Institutional Effectiveness

Enrollment Management Team 2020 Susan Batchelor Vice President of Student Services Terri Sanders Administrative Assistant to the Vice President of Student Services Alan Boerngen Associate Dean of Assessment Amy Troutt Dean of Enrollment Services Ashley Becker Vice President of Instructional Services Cheryl Boehne Regional Director of Education Centers Johnny Matthews Chief Information Officer Judy Hemker Vice President of Administrative Services Julie Obermark Dean of Nursing and Allied Health

Strategic Enrollment Management Plan 2019-2024 2 Kellie Henegar Dean of Arts and Sciences Laura Vahlkamp Director of the Academic Center for Excellence Nicolas Farley Director of Workforce Engagement Travis Henson Director of Marketing Bruce Fischer Director of Institutional Effectiveness Janet Fontenot Coordinator of Institutional Assessment Stacy Smith Assistant Professor of Music Ali Albers Assistant Professor of Nursing Jesse Eagan Assistant Professor of Auto Technology Candace Sloat Assistant Professor of Radiology Technology

Strategic Enrollment Management Plan 2019-2024 3

Contents Strategic Enrollment Management Plan 2019-2024 ...... 2 Enrollment Management Team 2019 ...... 2 Enrollment Management Team 2020 ...... 2 Kaskaskia College Board of Trustees and Administration ...... 6 Board of Trustees ...... 6 Administration ...... 6 KC District Map ...... 7 KC Campus Map ...... 8 Kaskaskia College Mission ...... 9 Mission ...... 9 Vision Statement...... 9 Core Values ...... 9 Institutional Goals ...... 10 Diversity Statement ...... 11 Kaskaskia College Facts ...... 12 Forward ...... 14 Strategic Enrollment Management Plan ...... 19 Preface ...... 19 Process ...... 19 Summary ...... 30 Strategic Enrollment Management Plan Appendices ...... 31 Appendix A ...... 32 Glossary ...... 32 NCCBP Peer Group Colleges ...... 34 Appendix C ...... 35 Reporting and Review Timeline ...... 35 Appendix D ...... 36 SEM Work Plan Workbook ...... 36 SEM 1 Recruit-Enroll ...... 36 SEM 2 Infrastructure ...... 40 SEM 3 Retention ...... 42

Strategic Enrollment Management Plan 2019-2024 4 SEM 4 Data Culture ...... 46 SEM 5 Marketing ...... 48

Strategic Enrollment Management Plan 2019-2024 5 Kaskaskia College Board of Trustees and Administration

Board of Trustees Mr. Bill Hawley, Chair Ms. Linda Stover, Vice-Chair Ms. Laura Wedekemper, Secretary Mr. Jim Mason Mr. Bryan Holthaus Mr. Louis Kalert Mr. Jim Beasley Mr. Justin Huff, Student Trustee

Administration George Evans, President Dr. Susan Batchelor, Vice-President of Student Services Ms. Judy Hemker, Vice President of Administrative Services Dr. Ashley Becker, Vice President of Instructional Services Ms. Julie Obermark, Dean of Nursing and Health Sciences Ms. Amy Troutt, Dean of Enrollment Services Ms. Kellie Henegar, Dean of Arts and Sciences

Strategic Enrollment Management Plan 2019-2024 6 KC District Map

Strategic Enrollment Management Plan 2019-2024 7 KC Campus Map

Strategic Enrollment Management Plan 2019-2024 8 Kaskaskia College Mission Mission Kaskaskia College is committed to life-long student learning and to providing quality comprehensive education.

Vision Statement Kaskaskia College aspires to be an institution of “first choice” for its district citizens and dedicated to providing the highest level of student-centered educational experiences with an unshakeable focus on student success. In collaboration with its community and supported by an effective foundation, Kaskaskia will be a premier institution of higher education; a regional workforce training institution; and a regional center for intellectual, cultural and social events.

Core Values Respect - Having a genuine regard for others and showing consideration for the diversity of others to foster an environment of teamwork and excellence. Responsibility/Personal - Assuming ownership of personal actions and being accountable for one's own behavior, assigned tasks, duties and functions. Responsibility/Institutional - Being accountable for institutional excellence by providing accessible, affordable and diverse educational opportunities that facilitate individual success. Honesty - Being truthful and demonstrating integrity above reproach; and maintain- ing open, honest, clear, and effective internal and external communications. Compassion - Understanding and considering the feelings of others and recognizing the effect one's actions will have on others in order to impart hope for all parties, while remaining sensitive to the needs of others. Fairness - Practicing actions that are just and impartial while treating people in an equitable and consistent manner in recognizing the diverse needs of others.

Strategic Enrollment Management Plan 2019-2024 9 Institutional Goals

1. Provide a quality educational experience: a. Quality instructional offerings – Kaskaskia College is committed to providing high-quality instructional offerings for its student populations in the areas of Arts & Sciences, Career and Technical Education, Health Sciences, and Adult Education.

b. Quality services and infrastructure to support instructional offerings - Kaskaskia College is committed to facilitating student success by providing the services and infrastructure that meet the needs of a modern institution of higher education

2. Effectively manage enrollment and resources - Kaskaskia College is committed to ensuring the health and sustainability of the institution by maximizing enrollment and resources through data-informed processes.

3. Maximize regional integration - Kaskaskia College is committed to collabo- rating with regional employers, schools, and organizations.

4. Engage the community - Kaskaskia College is committed to being a center for intellectual, cultural, and social experiences for its district.

Strategic Enrollment Management Plan 2019-2024 10 Diversity Statement Kaskaskia College is committed to achieving a community free from all forms of discrim- ination and harassment in its policies, practices, and endeavors. Further, Kaskaskia College is committed to fostering a diverse community and to promoting greater awareness of and sensitivity to issues of diversity. Toward that end, Kaskaskia College as- serts the dignity and worth of every human being and the value of diversity as a source of its strength in all its many forms, and in the diverse perspectives of students, faculty, staff and administrators.

Strategic Enrollment Management Plan 2019-2024 11 Kaskaskia College Facts Type of College: Public two-year comprehensive community college Founded: 1940 Location: 48-acre main campus located at 27210 College Road, Centralia, IL

Six Education and Technology Centers: Salem Education Center 1475 W. Whittaker Salem, Illinois 62881

Greenville Education Center 209 North Third Street Greenville, Illinois 62246

Vandalia Education Center 2310 West Fillmore, PO Box 396 Vandalia, Illinois 62471

Nashville Education Center 17869 Exchange Avenue Nashville, Illinois 62263

Trenton Education Center 520 East Broadway Trenton, Illinois 62293

Harry L. Crisp Technology Center 2005 East McCord Centralia, Illinois 62801

Telephone: (618) 545-3000 College District: Bond, Clinton, Fayette, Marion and Washington. Por- tions of Jefferson, Madison, Montgomery and St. Clair President: George M. Evans Annual Budget: $ 48,600,000 Operating Budget $ 26,164,156 District EAV: $ 1,681,617,495 (FY 18) Annual Enrollment: 5500 full and part-time

Strategic Enrollment Management Plan 2019-2024 12 Tuition and fees: $152.00 per credit hour effective January 2019 (In-District)

Financial Aid Annual Awards: $ 7,744,327.22 (Federal, Institutional, Foundation and State)

Employees: 225 full-time and part-time employees

Courses of Study: 143 various Associate in Arts Degrees 42 Associate in General Studies Degrees 37 various Associate in Science and Applied Science

Degrees: 6 Associate in Engineering Science Degrees 1 Associate in Fine Arts Degree 461 various Occupational Certificate Programs

District Population: 116,359 (2018 Population per Illinois Community College Board ICCB)

Secondary Schools in District: 17

Strategic Enrollment Management Plan 2019-2024 13 Forward

Kaskaskia College can trace its history to the Illinois Public Junior College Act of 1937. That bill was prepared and written, by Oscar Corbell, the Superintendent of Cen- tralia High School, who also became the first president of Centralia Township Junior College in 1940. Twenty-five years later Centralia Township Junior College became Kaskaskia College through the Public Junior College Act of 1965. Kaskaskia College District 501 was established on October 16, 1965, including all of Marion County, all of Clinton County, most of Washington County, and part of Jefferson County. The district has since been expanded to include most of Bond, much of Fayette and portions of St. Clair, Madison and Montgomery counties. Today, with more than 50 degree and 100 certificate programs available for transfer, or career training, Kaskaskia College pre- pares students for meaningful employment or transfer for further education. KC also provides a number of other educational opportunities for the citizens of its district, including adult education, continuing education, professional development, and customized business and industry training. Continuing the dream, set forth by Oscar Corbell 82 years ago. The campus serves as a hub for academic, cultural, recreational, and economic activity for the region.

The College reached record high enrollments during the fall 2009, spring 2010 and summer 2010 semesters and leadership of the college recognized that organized ap- proaches were needed to maintain enrollments. Early efforts related to enrollment management at the College were implemented in 2011 when an Enrollment Management Advisory Board was formed. The advisory board’s membership included 20 members from all areas of the College. The original direction charted by the advisory board was to collaborate with all areas of the college to continually develop and refine a comprehensive recruitment plan to drive the development of initiatives to maximize recruitment efforts. The advisory board planned to accomplish stabilization of overall enrollment by

Strategic Enrollment Management Plan 2019-2024 14 addressing enrollment within each area of the college, and developing plans for additional outreach efforts where needed. Areas of immediate focus were identified as the following:

1) Research – Researching current trends in recruitment/marketing

2) High School initiatives – developing new initiatives specifically targeting high school populations in an effort to recruit a greater percentage of our in-district high school populations. Initiatives will also include increased involvement with parent/guardians of high school students

3) Business and Industry – This committee will specifically target initiatives to design outreach initiatives to market and recruit employees of local business and industry.

4) Return to Learn – This committee will be responsible for developing initiatives to target non-traditional populations who have begun college course work, but have not completed their associate degree to recruit former students back to college.

5) Non-traditional recruitment – This committee will work to develop outreach initiatives targeted at recruiting non-traditional students with below an associate degree, throughout the district, outside of “return to learn”, and business and industry initiatives.

6) Low-enrollment programs – This group will assist in identifying current programs at KC with a trend of low-enrollment. They will identify initiatives to specifically target recruitment for these programs, and assess the need for continuation of these programs.

7) New program development – This group will serve as a liaison between the En- rollment Management advisory Board, and Instructional areas in order to explore and develop new programs and initiatives, and enhancing and/or revising current programs where there is a current demand.

Strategic Enrollment Management Plan 2019-2024 15 In the fall of 2013 the College began moving into Phase II of its Enrollment Management Team implementation process under the leadership of a Dean of Enrollment Manage- ment. The resulting structural changes were implemented to bring focus to specific areas of enrollment management effort. Though the initial team structure did serve its pur- pose early in the College’s venture into the enrollment management arena, it became clear that a structural change was needed to eliminate long-standing mental “silos” in existence at the College to be able to address the more in depth issues and impedi- ments being encountered as the team matured. Therefore, subcommittees or “point teams” were created to deal with three major aspects of the enrollment management effort; including: New Frontiers Team, Student Success Team, and Credit Hour Efficiency Team. The original Enrollment Management Team was still intact, however, the smaller supplemental teams were tasked with a specific focus, thereby allowing the team to address several issues simultaneously to enhance and support the efficiency and efficacy of the overall effort.

Though the initial weekly meeting schedule originally implemented to emphasize both the criticality and urgency of this endeavor was still in place, the full Enrollment Manage- ment Team and the smaller point teams met on alternate weeks. This schedule provided a consistent flow of information between the larger and smaller groups. It also provided an appropriate venue for reassigning responsibility for a project or issue from one team to another as appropriate to avoid duplication of effort and maintain appropriate team focus on assigned goals.

Notes from the 2013 Enrollment Management plan documented by the Dean of Enroll- ment Management include the following:

It is also important to note that these changes are in keeping with Marguerite Dennis’ observation that “No “cookie-cutter” approach [to enrollment management] will do. The only thing we can be certain of in developing enrollment- and retention-management programs is that they will and should be works in progress, with the only constant being the need to recognize, appreciate, and em- brace change”(Dennis, 1998, p. 4).

Strategic Enrollment Management Plan 2019-2024 16 Transition of Enrollment Management Team leadership occurred near January 2014 with Dean of Student Success, Dr. Scott Crothers taking on this role. He led the team in identification of 25 areas of growth for FY 15 to FY17, projected number of credit hours to be gained from each area, and then led the development of plans for growth project- ing 5450 credits to be added for FY15. A conservative budget number of 1997 over the FY number of 101,694 was set at 103,691.

In January 2015 a Review of Key Enrollment Strategies was completed and the following information was summarized for sharing with the board at a retreat in early 2015. Of the 25 areas 5 have a positive growth FY14-FY15 at 9th day with positive trending on four other initiatives by year end. Teacher education exceeded the projection.

A. Programs showing positive growth are: Pharmacy Tech, Music, Agriculture, Welding, Teacher Ed, Jump Start

B. Programs projected to show positive growth by year end were: Cabinetry at GFCI, Dual Credit Expansions, Distance Learning at CCC, College NOW expansion

C. Programs showing decline: Diesel & Alternate Fuels AUT0, Dental Cert Expan- sion, Construction, HVAC, Culinary, Computer Info Tech, Industrial Technology, Accounting, Art, Business

D. Programs not started: LPN-RN Program, Religion Dual Credit at COR/Mater Dei, Expanded Programming at ESLCC

Beginning July 2015 new leadership of College, reduction in staffing with loss of Dean of Student Success and budget impasse presented challenges to the forward progress of the Enrollment Management efforts of the College. The EM team continued their monthly meetings of the core team, however, the point teams ended their meetings. Faculty input was solicited with a resounding request to invest time and funding to improve the College’s website. College faculty expressed plans to attend a monthly board meeting to share their concerns about the website. The EM team asked for opportunity

Strategic Enrollment Management Plan 2019-2024 17 to promote the request through administrative communication channels and this request was taken to the Board of trustees and approved in Fall 2016.

In October 2016, the College President presented a plan for enrollment growth to the Board of Trustees. The plan included three areas of focus including: retention of current students, creation and promotion of new programs and maximizing growth in current programs. A significant improvement occurred in communication during this time with the completion of the information dashboards. Real time data related to current headcount and credit hour enrollment as well as other information was available to all staff from the Institutional Effectiveness department. The information dashboards have been updated as needs for data and information were requested by the Enrollment Manage- ment team. For example, at the beginning of the academic year (FY19) the dashboards were changed to include a credit hour and head count goal chart and separate dual credit hour and head count charts.

Leadership of the College changed in November 2017 and the new President has been active in Enrollment Management meetings and activities. Currently, plans for enrollment growth originate from a variety of places within the College. An Enrollment Man- agement team meets to review current enrollments, assess ongoing strategies for growth, explore new opportunities for growth, develop strategies for growth and assign implementation responsibilities for the strategies. The team membership is representa- tive of from all Divisions throughout the College. Enrollment data shared with Presi- dent’s Cabinet monthly and is accessible to all faculty and staff through the Institutional Effectiveness shared site. Enrollments for summer 2018 and fall 2018 did not decrease for the first time in the past five years.

Strategic Enrollment Management Plan 2019-2024 18 Strategic Enrollment Management Plan

Preface

Enrollment management actions at the College are underpinned by the mission and the vision of the College and the following guiding principles communicating the importance of accomplishing student centered enrollment growth. These principles include:

A. Strong belief that education and its pursuit changes lives of those who attain it B. Passion to open the door of education to all people, regardless of where they are to make them students and ultimately change lives C. Development and offering of programs which have high potential for employment or strong opportunity for transfer to a four year college/university guides new program development D. Student support which is inclusive and continual throughout all student contacts will increase student success E. Students are the most important consideration in everything which is done at the College F. Learning occurs in and out of the classroom G. Teaching prospective and current students about actions leading to success is a shared responsibility for all employees at the College.

Process

Realizing the need for a formalized enrollment plan, a team of administration and staff attended a Strategic Enrollment Management (SEM) Workshop in February 2018 where a higher education expert on this topic (Christine Kerlin) led the group in steps of development of the plan. The expert spoke about the elements of an effective plan being:

1) Establish Relevance. Identify portions of the College’s Strategic plan that are rel- evant to the enrollment position of the college. 2) Conduct an environmental scan. 3) Identify and explain the issues. 4) Select the most important issues and identify strategies to address those issues. 5) Set goals. 6) Identify tactics

Strategic Enrollment Management Plan 2019-2024 19 7) Create an assessment, feedback, revision schedule. 8) Communicate through periodic meetings.

The SEM Plan work group consisted of the VP of Student Services, Associate Dean of Nursing and Health Sciences, Director of Student Engagement, Director of the Aca- demic Center for Excellence, Director of Admissions, Registration and Dual Credit. This group met throughout 2018 to develop the strategies to be included in a SEM plan. The Dean of Institutional Effectiveness was invited to subsequent meetings and included in requests for information related to the environmental scan. This is an area of need for the college and plans are underway to accomplish this task. Other areas of the SEM plan development were continued through the regular Enrollment Management meetings. Progress was slow related to staffing changes at the College, including departure of the VP of Instruction and Dean of Institutional Effectiveness. Changes also occurred for the SEM plan work group including Associate Dean of Nursing and Health Sciences to Dean of Nursing and Health Sciences, Director of Student Engagement to Dean of Enrollment Services and Director of Admissions, Registration and Dual Credit to Re- gional Director of Education Centers (and Director of Nashville Education Center).

The SEM was established to accomplish the vision of the Enrollment Management Team. This vision is: Kaskaskia College is committed to enrolling, retaining, graduating and assisting in job placement of Career and technical education graduates, transfer students and non-traditional students. This will be accomplished by developing goals and implementing actions set forth in the Strategic Enrollment Management Plan. The first draft of the SEM plan was presented to the work group in January 2019 and shared with members of the Enrollment Management team. After this time the Instructional Services cabinet worked during their meetings to propose revisions to the plan. The proposed revisions included an outline of the plan to include five key areas of focus: student recruitment & enrollment, infrastructure and services, retain and graduate students on time, establish expanded data driven culture and marketing. The strategies identified by the SEM workgroup and Enrollment Management team were integrated into one

Strategic Enrollment Management Plan 2019-2024 20 of the five key areas of focus. The SEM was presented to the Enrollment Management team in March 2019 and received approval from the team. Workgroups were identified for each area of focus who have been tasked with determining responsibility, timetable, resources needed, and applicable measurement for each strategy. Going forward the Enrollment Management team will meet every other month with the work group meeting in the alternate months. The initial SEM plan was approved in FY2019 as a five year plan. As with other plans in the organization, this plan exists as a living document through its linage to the strategic planning process, and by internal design will continue to be a living document and will change in context with the input from internal and external variables.

Early in the development of the formal SEM plan a SWOT analysis (see below) was performed and shared with the entire Enrollment Management team for feedback and input. The SWOT analysis was a springboard for identification of action items in the SEM plan.

Strength Weakness Improved Morale Technology resources & systems do not con- nect Student-focused culture Early stages of assessment Small class sizes New Employee orientation/onboarding Faculty mentors Processes – multiple hands stirring the soup Economic / low cost

(ex: getting a copy code) – avoid manual pro-

Quality programs cesses

Accessible Lack of data access/resources Staff and Faculty Comprehensive marketing plan Better branding Education Centers Lack of Department Level planning to support Online options (SARA) Internal OriginInternal institutional planning.

(attributes of the college) of the (attributes Fiscal improvement Resources for implementing process im- Facilities provements (ex. prospect/manual process). Community Education offerings No follow-up process consistency Colleague Utilization More need based Professional Growth and Development opportunities

Strategic Enrollment Management Plan 2019-2024 21 Opportunity Threat Apprenticeships State of Illinois Fiscal Situation Expanding Magna Track program Unfunded mandates – change in accreditation standards 2+2 expansion Technology changes Dual Credit expansion Stagnate population growth High School relationships Completion and competitive marketing from Relationships with current businesses neighboring states Tuition Reimbursement from businesses Lowest paying community college = difficulty Adult Education – keep them enrolled after recruiting quality instructors completion Stigma around quality of community college as Articulation/explanation to prospective stu- understood by some referring partners dents on opportunities (2+2, WIOA, Place- Industry or businesses closing in the district ment testing, etc.) Socio-economic myths (no money to go to Missing recruitment of non-traditional stu- school)

dents ExternalOrigin Missing recruitment of students with criminal

(attributes of the environment) of the (attributes background Expand online offerings Military partnership recruitment GECC Certificate with Foundation and Jumpstart promo Career Pathways documents Accepting nationally certified credit Continue to develop political allies

Organization Five areas of enrollment were identified as key to continuing the growth of enrollment and expansion of services within the college. The SEM plan was organized under these key areas. Key area work groups have been established to refine strategies, assign responsibilities for actions, establish measures of success and assure alignment of strategies with institutional goals. The members of the workgroups are also Enrollment Man- agement team members.

Strategic Enrollment Management Plan 2019-2024 22 Key Areas of SEM Student Recruitment & Enrollment Infrastructure & Services Retain & Graduate Students on Time Establish/Expand Data Driven Culture Marketing

Workgroups are meeting regularly to monitor accomplishment and results of the identified goals within each key area of the plan and report results to the full Enrollment Man- agement team at meetings held every other month.

Goal Responsibility Timetable Resources Measurement Notes Institution Goal Identifier #

The Enrollment Management Team reviews data regarding enrollment on a regular basis and frequencies of review and measures of success our outlined in the SEM. An example of this data is retention, persistence and completion rates of Kaskaskia College’s students.

In FY 2014, quality measures for retention and completion were developed through established divisional teams led by the colleges Assessment Coordinator. The data for establishing the goals were secured from the National Community College Benchmark Project (NCCBP). A gap in results (comparable to the beginning years) occurred during the budget impasse years when the College was unable to pay for participation in the NCCBP.

As the SEM was developed, results of student success in meeting the FY2014 goals for persistence, retention and completion were reviewed and revised goals were established. Also, the KC Enrollment dashboards now include data regarding fall to fall and fall to next term retention for the past five years. Financial constraints were lessened at the College and participation in the NCCPB was resumed, and, to establish goals for

Strategic Enrollment Management Plan 2019-2024 23 improvement, the Enrollment Management (EM) Team reviewed NCCBP data related to retention and completion and set College-wide targets.

The Enrollment Management Team established a goal for part-time student completion rate (150%) based on the past 5 years of completion data and the NCCBP 90th percentile completion rate for 2-year schools nationwide. KC 5-year average (part-time) NCCBP National Benchmark KC One-year Completion Goal (part-time) (part-time) 37% 37% 38%

Retention goals for part-time students were also established based on KC 5-year averages and NCCBP benchmark data for 2-year schools. KC’s 5-year average Spring-to- Fall retention rate falls below the 50th percentile of 62.23%, which is an attainable goal for the next academic year. KC 5-year Fall to Spring NCCBP Fall to Spring National KC One-year Fall to Spring average (part-time) Benchmark (part-time) Retention Goal (part-time) 57% 62.23% 62%

KC’s 5-year average Fall-to-Fall retention rate was just above the 25th percentile of 38.09% nationally. A goal of 40% should be attainable for the next year. KC 5-year Fall to Fall average NCCBP Fall to Fall National KC One-year Fall to Fall (part-time) Benchmark (part-time) Retention Goal (part-time) 39% 38.09% 40%

The Enrollment Management Team established our 3- year completion rate (150%) for full time students based on the past 5 years of completion data and the NCCBP 90th percentile completion rate for 2-year schools nationwide. KC 5-year average NCCBP National Benchmark KC One-year Completion Goal 35% 38.44% 38.44%

Retention goal were also established based on KC 3-year averages and NCCBP benchmarks for the 90th percentile. KC 3-year Fall to Spring NCCBP Fall to Spring National KC One-year Fall to Spring average (full-time) Benchmark (full-time) Retention Goal (full-time) 84% 89.4% 89.4%

Strategic Enrollment Management Plan 2019-2024 24 KC 3-year Fall to Fall average NCCBP Fall to Fall National KC One-year Fall to Fall (full-time) Benchmark (full-time) Retention Goal (full-time) 57% 65% 65%

The Enrollment Management Team established our 3- year completion goal (150%) for full time students based on the past 5 years of completion data and the NCCBP 90th percentile completion rate for 2-year schools nationwide. KC 5-year average NCCBP National Benchmark KC One-year Completion Goal

35% 38.44% 38.44%

Retention goals were also established based on KC 3-year averages and NCCBP benchmarks for the 90th percentile. KC 3-year Fall to Spring NCCBP Fall to Spring National KC One-year Fall to Spring average (full-time) Benchmark (full-time) Retention Goal (full-time) 84% 89.4% 89.4%

KC 3-year Fall to Fall average NCCBP Fall to Fall National KC One-year Fall to Fall (full-time) Benchmark (full-time) Retention Goal (full-time) 57% 65% 65%

Initial goals (for year one of the SEM plan) were established by reviewing all NCCBP results, however as goals were being established for years two through five a closer review was necessary to ascertain that the goals were reasonable. This was also possible as skills at using the NCCBP data base were honed and as there were multiple years of reporting to NCCBP since the budget impasse. A subcommittee of the EM team met to identify a process for establishing college wide goals for completion, retention and persistence and decided to identify a “like college” peer group that would be used for ongoing comparison of KC’s performance for these metrics. The peer group characteristics included colleges with similar demographic factors, rural single campus, public colleges, no four year degrees, IPEDS fall enrollment 2500-3700 and 30-40% Pell recipients. The peer group includes eighteen community colleges (Appendix B). Three of the colleges in KCs chosen peer group are Illinois community colleges so have additional similarities.

Strategic Enrollment Management Plan 2019-2024 25

Beginning in the second year of the SEM plan a goal has been established that completion and retention results will be within the top three of the identified NCCPB peer group. Completion results for full time students in 100%, 150% and 300% of time will be reviewed and for part time students at 150% and 300% will be compared with the selected peer group. Retention and persistence results for full and part time students from fall to fall semesters and from fall to spring semesters will be compared. In light of our current position within the results for our peer group and the similarities of the community colleges, the Enrollment Management team believe that the goal established is attainable and reasonable. The multi-year goal is understandable and will be easily communi- cated to all employees of the College.

The SEM plan includes a timetable for reporting completion and full and part time retention results for Kaskaskia College students on a regular basis (See Appendix C). In September of each year, retention results will be reported to the Enrollment Manage- ment team by Director of Institutional Effectiveness. A report will be provided each Feb- ruary for fall to spring retention of students. A retention plan developed in FY2017 will be reviewed and integrated into the efforts of the Retain & Graduate Students on Time work group.

SEM Strategies and Actions

Listed below are the strategies identified as significant in accomplishing enrollment management at the College. This strategies were identified in early 2019 and similar to all plans will continue to evolve and change. The strategies are moved to divisional annual plans for accomplishment during specific years of the SEM plan. A work plan with additional details is included with this plan (Appendix D).

Student Recruitment & Enrollment • Identify, recruit, and enroll students, guided by KC enrollment targets

Strategic Enrollment Management Plan 2019-2024 26 • Implement a robust recruiting program, which will continue to attract and enroll a diverse student population including both traditional and non-traditional students as identified by ICCB and IBHE • Utilize Program Review Information to develop and implement a targeted district and regional recruitment program (HIT, Industrial Mgt, Residential and Commer- cial Electrical Program) supported by ongoing assessment of all current programs and potential program offerings • Develop Career Services plan for regional need/impact • Utilize KC alumni to help identify and recruit high school and non-traditional students • Increase number of online only programs and students • Identify recruitment targets for Education Centers and enlist Directors in recruitment efforts • Promote greater access to educational programs at KC through widespread of financial aid options, in a timely and accurate manner • Develop packaging strategies that provide prospective and continuing students with reassurance of aid, in a timely manner, which attracts and retains students by removing the burden of paying for college • Improve the awarding and scholarship tracking process (in process) for Founda- tion Scholarships • Promote greater access to employer tuition reimbursement by developing strategies to increase the proportion of KC students utilizing tuition reimbursement by employer.

Infrastructure & Services • Develop a strategic plan for use of space for programs or other events. • Develop intentional, purposeful, and focused scheduling based upon student needs including on time completion • Develop effective communication and planning throughout the enrollment management team and campus

Strategic Enrollment Management Plan 2019-2024 27 • Develop strategic onboarding process for all new faculty and staff. Provide "Every Student Matters" training for all faculty and staff. • Establish self-service reporting and access options for data. Also, establish process for e-tickets for IE, similar to IT for all data requests. • Establish communication system to be utilized by all involved in student services

Retain & Graduate Students on Time • Review and Report data compared to retention/persistence/completion (PRC) goal annually • Increase the number of Co-requisite English and Mathematics courses offered to reduce the number of freshman students entering developmental education courses. • Increase the number of 2+2 agreements with partner universities to recruit and enroll students whose goal is to transfer • Develop a clear process for transfer students. • Establish improved first-year student integration process • Evaluate our co and extra-curricular activities to provide students with opportunities to develop social awareness and build relationships with other students and employees. • Evaluate current retention efforts and tools to ascertain effectiveness in improving retention and completion. • Establish curriculum maps that outline course sequencing, semester by semester for all programs so students can complete on time. • Improve quality and quantity of tutoring services available to students. • Implement a continual career component into all programs regardless of CTE, Al- lied Health, or transfer • Offer resume building and exit interviewing workshop to every student in the final semester • Revise graduate job placement survey process to know student success in securing jobs after graduation and communicate annually

Strategic Enrollment Management Plan 2019-2024 28 • Improve graduation process for students, test and implement new online graduation application put out by Colleague • Stop Out communication implemented per semester: communicate with students who applied for graduation and not complete in efforts to recruit them back for completion • Review and report data compared to retention/persistence goal annually • Continually improve student satisfaction

Establish, Expand Data Driven Culture • Research all current and potential systems and resources to ensure KC is making data-driven decisions. • Capturing and Defining prospect contacts and conversions/ Evaluate and Im- prove current Ellucian Infrastructure (CRM) • Establish data glossary of terms and implement institution wide • Track special populations, disaggregate data, establish targets • Defining data resources that could be available to faculty • Institutional commitment to resources for data acquisition, and analysis • Training for data collection and interpretation • Develop EM dashboard for completions and annually report program completions as an item in Program Annual report.

Marketing • Establish procedure for what steps to market all new courses/programs • Identify marketing strategies based on ICCB 5-year Program Review • Develop marketing plan for all Ed centers • Develop process for selecting students/graduates to share success stories • Develop marketing plan for career clusters for all high school and undecided students.

Strategic Enrollment Management Plan 2019-2024 29 • Develop marketing plan for guided pathways for all incoming freshmen in AA, AS, AAS, AES, AFA • Develop a marketing strategy that tracks effectiveness of marketing • Establish and promote a consistent institutional image/brand that focuses on academic quality, achievement, and customer service • Create and coordinate marketing and recruitment plan for continuing education, community education

Summary

This Strategic Enrollment Management (SEM) Plan described the process by which Kaskaskia Col- lege reviewed, revised, and created a document that will help guide the institution as it improves enrollment in classes and programs of the College. Strategies identified will be implemented over the five year time frame of the plan and continual measures of success will be reported through the En- rollment Management and campus wide.

The plan described in this document will provide strategies for student recruitment and enrollment, infrastructure and services, retaining and graduating students on time, expanding the data driven culture and marketing. The key areas of the SEM plan will assist the College in meeting the established institutional goals. The link to the College’s three-year strategic plan will be evident as strategies on the SEM are included in it and plan should evolve and change as needed existing as a living document.

The Enrollment Management team will meet regularly for review of student enrollments and opportunities for growth of credit hours within the organization. However, the team will continually carry out the strategies identified in this plan and assess the outcomes identified. Strategies from the SEM plan will be identified on annual plans for applicable divisions and also be reviewed quarterly with the annual plan review presented to the board.

Strategic Enrollment Management Plan 2019-2024 30 Strategic Enrollment Management Plan Appendices

Strategic Enrollment Management Plan 2019-2024 31 Appendix A Glossary

Completion:

A measure of completed degrees and certificates conferred annually. This measure is reported in IPEDS data and to NCCBP by race/ethnicity, gender, field of study. Data is reviewed regarding length of time to completion (100%, 150% and 300%) and student status of full and part time.

Retention:

Fall to Spring

Number of full time credit students that enrolled in the fall semester and enrolled in the following spring semester less the number of full time credit students that graduated or completed certificates in the fall divided by the number of full time credit students enrolled in the fall.

Number of part time credit students that enrolled in the fall semester and enrolled in the following spring semester less the number of part time credit students that graduated or completed certificates in the fall divided by the number of part time credit students enrolled in the fall.

Fall to Next Fall

Number of full time credit students that enrolled in the fall semester and enrolled in the following fall semester less the number of full time credit students that graduated or completed certificates before the next fall divided by the number of full time credit students enrolled in the fall.

Strategic Enrollment Management Plan 2019-2024 32 Number of part time credit students that enrolled in the fall semester and enrolled in the following fall semester less the number of part time credit students that graduated or completed certificates before the next fall divided by the number of part time credit students enrolled in the fall.

Persistence:

A measure of the act of students continuing towards an educational goal (NCS Research Center). Persistence is what a student does to continue on in their educational progress. Retention and persistence goals, are the same in that the student who is retained from semester to semester is persisting. NCCBP does not use retention in definitions of data to be collected.

Strategic Enrollment Management Plan 2019-2024 33 Appendix B

NCCBP Peer Group Colleges

Barton County Community College Kansas East Central College Missouri Fletcher Technical Community College Louisiana Garden City Community College Kansas Hagerstown Community College Maryland Illinois Valley Community College Illinois Jefferson College Missouri Jefferson Community College New York Kankakee Community College Illinois Kishwaukee College Illinois Louisiana Delta Community College Louisiana Mineral Area College Missouri North Iowa Area Community College Iowa Oklahoma State University Institute of Technology Oklahoma Reading Area Community College Pennsylvania Richland Community College Illinois Three Rivers College Missouri Western Nevada College Nevada

Strategic Enrollment Management Plan 2019-2024 34 Appendix C

Reporting and Review Timeline

Goals Bi-Monthly- Semi-Annual Annual even months September Enrollment Enrollment Man- Campus wide Targets agement Team President’s Report Board of Trustees Completion Enrollment Man- agement Team Campus wide President’s Report Board of Trustees Retention Historical data IE Enrollment Manage- Campus wide Dashboards ment Team President’s Report February Board of Trustees –fall to spring September –fall to fall

Persistence Enrollment Manage- Campus wide ment Team President’s Report February Board of Trustees –fall to spring September –fall to fall

Strategic Enrollment Management Plan 2019-2024 35 Appendix D

SEM Work Plan Workbook

SEM 1 Recruit-Enroll

GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Identify, recruit, and enroll students, guided by KC enrollment targets *Research, select, and Student Services, IT Include product in Financial impact to Implementation of acquire a CRM tool FY21 budget pro- budget, staff time CRM posal for implementation in FY21

*Identify target recruit- SEM Committee, Establish goals Staff time, IR data Assessment of enrollment populations and Student Services Spring 2020. As- support ment data (recruitment), IR sess enrollment establish headcount re- targets and set cruitment goals new goals Fall 2020.

Implement a robust recruiting program, which will continue to attract and enroll a diverse student population including both traditional and non- traditional students as identified by ICCB and IBHE *Identify adults who be- Student Services, IR Annually during Staff time, IR re- Establish baseline and gan but didn't complete summer 2020 ports, possible goal with review of marketing re- population size sum- to target to return sources/mailing mer 2020 costs *Increase Adult Ed stu- Adult Ed, Student Ongoing Staff time, market- Increase Adult Ed en- dent attrition to college Services ing resources rollment by 20% for level programs FY21

Strategic Enrollment Management Plan 2019-2024 36 GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT *Review demographic SEM committee, IR, Fall 2020 Staff time, IR re- Data of regional diver- data of district vs. stu- Perkins porting, marketing sity/demographics vs. resources student population dent to assess equity gaps and develop diversity recruitment initiatives

Utilize Program Re- view Information to develop and implement a targeted district and regional recruitment program (HIT, Industrial Mgt, Residential and Com- mercial Electrical Pro- gram) supported by ongoing assessment of all current programs and potential program offerings * New program market- Instructional Implement for Fall Staff time, market- Completed checklist ing checklist with new Services 2020 ing resources tool program approval.

*Annual SEM program Instructional Ser- Presentation to Staff time Process completed review to evaluate 5 vices, SEM, Curricu- SEM Summer info disseminated to year program review lum Council 2020 SEM Teams data to identify SEM related needs and dele- gate to teams to develop targeted initiatives. Develop Career Dir. Workforce En- FY21 Staff time, travel Development of plan Services plan for gagement regional need/impact

Strategic Enrollment Management Plan 2019-2024 37 GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Identify recruitment Regional Director of Plan in place by targets for Education Education Centers, Summer 2020 VP of Student Ser- Centers and enlist Di- vices, Dean of En- rectors in recruitment rollment Services, efforts Education Center Directors

* Explore feasibility for * Regional Director August 2020 Staff time, IR/data Regional snapshot of targeted recruitment for of Education Cen- reports, marketing homeschooled popula- ters, Dean of Enroll- resources tion home schooled students ment Services, Insti- tutional Research

* Collaborate with IT * Regional Director Ongoing Staff time and instructions Ser- of Education Cen- ters, Vice President vices regarding future of of Instruction, Chief distance learning clas- Information Officer ses and use of distance learning technology * Increase community * Regional Director Data provided by Development of calen- education and KICK of- of Education Cen- March 1. Calendar dar and establish ters, Education Cen- developed by May benchmark data FY20 ferings and participation ter Directors, Com- 1 for establishment of at each education cen- munity Education goals for FY21 ter including highest requested topics from survey

Promote greater ac- Financial aid FY20 Staff time, travel, Workshop completion cess to educational marketing re- and effectiveness data sources programs at KC through widespread of financial aid options, in a timely and accurate manner *expand student aid outreach and education for families

Strategic Enrollment Management Plan 2019-2024 38 GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Develop packaging Financial Aid - lead, Strategy in place Personnel time, Strategy implemented strategies that provide IT by October 2019 myKC for student for Fall 2020 ad- access prospective and con- missions tinuing students with reassurance of aid, in a timely manner, which attracts and retains students by removing the burden of paying for college Improve the awarding Foundation, Finan- Strategy in place Staff time, myKC Finalized award offers and scholarship track- cial Aid, IT by October 2019 for student access earlier for Fall 2020 ad- ing process (in pro- missions cess) for Foundation Scholarships

Promote greater ac- Career Services - Some components Staff time cess to employer tui- lead; marketing implemented by tion reimbursement by committee Fall 2019 developing strategies to increase the proportion of KC students utilizing tuition reimbursement by employer.

Strategic Enrollment Management Plan 2019-2024 39 SEM 2 Infrastructure

GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Develop a strategic Jennings Carter Development of a Physical Plant Staff Development and ap- plan for use of space 15 year Master Fa- (Jennings Carter, proval of 15 year Mas- cilities Plan by Construction Pro- ter Facilities Plan. for programs or other March 2020. ject Management events. Firm, George Ev- ans)

Instructional Ser- Instructional Ser- Creation of New Pro- vices Team Instructional Ser- vices Team gram Planning process vices New Program for all new program ap- Planning Process provals. developed and connected to approval process created by March 2020. IT Implementation of IT staff time Implementation of 25Live by Spring 25Live 2020 (replaces R 25 and will allows you to schedule all areas of the college)

Develop intentional, Instructional Ser- Fall 2019-March Instructional Ser- 1) Lower number of purposeful, and fo- vices, Student Ser- 2020 – Phase I Ed- vices/Deans cancelled schedules at vices ucation Center Time/Faculty Lead- the start of a term cused scheduling Schedules (SU ership Time 2) Lower number of low based upon student 2020, FA 2020. SP enrollment/Independent needs including on 21) Education Center study sections time completion Directors Time 3) Increase in “On time March 2020-March graduation rates” for 2021 – Phase II – Transfer Advi- both students changing Phase II - Main sors/Advisors time major and not changing Campus Schedules major (SU 21, FA 21, SP IT and Student 22) Services Team Established process to ensure scheduling Budgetary consid- does not restrict com- eration: New Stu- pletion dent Planning Mod- ule Software

Strategic Enrollment Management Plan 2019-2024 40 GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Develop effective SEM 2 Committee, Checklist Completion of commu- communication and Instructional Ser- nication plan/process vices, Student Ser- and communication to planning throughout vices, Administrative internal stakeholders the enrollment man- Services, Executive agement team and Services campus

Establish self-service Institutional Effec- Fact Sheet for Key myKC, database Establish baseline re- reporting and access tiveness - lead; In- Data launched by resources quirements. Establish formation technol- IE by Spring 2020. functionality. Working options for data. Also, ogy, ADIA ticketing process. establish process for E-Ticketing – e-tickets for IE, simi- Phase I –creation lar to IT for all data re- of a SharePoint quests. Ticket by fall 2020.

Strategic Enrollment Management Plan 2019-2024 41 SEM 3 Retention

GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Review and Report data com- Enrollment Manage- Annually: Sep- Dashboards on Ongoing schedule pared to retention/persis- ment Team tember for F2F myKC IE site, created for specific and February Program Review retention data. Re- tence/completion (PRC) goal for F2S. documents view and report annually Monthly at EM data meetings. Spring for program-specific data.

Increase the number of Co- Instructional Ser- Begin Fall 2019, Data, faculty re- Offer 4 courses for requisite English and Mathe- vices explore year-to- sources, training Fall 2019, future year for 2020- years to be deter- matics courses offered to re- 2023 mined. duce the number of freshman students entering developmental education courses.

Increase the number of 2+2 Instructional Ser- Begin Fall 2019, Personnel time, 100 2+2 by agreements with partner uni- vices, Student Ser- additional 2+2 faculty re- FY2021 vices annually TBD sources, exter- versities to recruit and enroll nal conversa- students whose goal is to tions, training, transfer marketing, data system updates

Develop a clear process for Student Services, Fall 2020 Process maps, Framework for transfer students. Develop Instructional Ser- website, market- transfer processes vices, Education ing materials complete 2+2 process/transfer guides. Centers

Establish improved first-year Student Services, ongoing Personnel time, Process in place student integration process Instructional assessment of resources perti- Services current NSO, nent to NSO and pilot in a future courses. fall semester

Strategic Enrollment Management Plan 2019-2024 42 GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Evaluate our co and extra-cur- Student Services Annual student Student Life rep, Assessment data ricular activities to provide life report/re- from co-curricular, view of co-cur- student survey students with opportunities to ricular opportu- items relating to develop social awareness and nities for co-curricular, report build relationships with other students. students and employees.

Evaluate current retention ef- Enrollment Manage- Ongoing time Data Fall 2019 review of forts and tools to ascertain ef- ment Team, ACE covered by this retention plan and Director (Laura strategic enroll- integration of stra- fectiveness in improving re- Vahlkamp) ment plan. tegic enrollment tention and completion. plan*

Establish individualized edu- Instructional Ser- Ongoing-review Degree audit, Measurement tar- cational plans that outline vices, Student Ser- effective3ness Ellucian plan- get to be devel- vices, IT, and institu- at plan renewal. ning module, oped at implemen- course sequencing, semester tional effectiveness and personnel tation of Ellucian by semester for all students. module

Improve quality of tutoring Student Services, Fall 2019 Survey and as- Increased utiliza- services available to stu- ACE, Tutoring sessment tools, tion of tutoring ser- Learning Center personnel time vices and Student dents. (TLC) feedback on surveys

Implement a continual career Director of Work- Beginning Fall Consistent docu- By 2024 (end of component into all programs force Engagement & 2020 mentation re- academic year) all Career Services, garding presen- programs will have regardless of CTE, Allied Academic Deans, tation of Career a career compo- Health, or transfer Program Coordina- Services to stu- nent. tors dents. Re- sources for resume building, job seeking behaviors and interviewing.

Strategic Enrollment Management Plan 2019-2024 43 GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Offer resume building and Director of Work- Beginning Resources for 50% of non-trans- exit interviewing workshops force Engagement & Spring 2021 resume building fer students com- Career Services and job-seeking pleting a degree or to every student in the final behaviors certificate will par- semester ticipate in resume building and interviewing workshops by the end of their final semester.

Revise graduate job place- Director of Institu- Fall 2020 for job Personnel time, Response rate for ment survey process to know tional Effectiveness, placement sur- survey monkey survey of % each Director of Work- vey software year, annual com- student success in securing force Engagement & munication to jobs after graduation and Career Services, Di- alumni communicate annually rection of Institu- tional Advancement

Improve graduation process Registrar, IT Depart- Spring 2019 Datatel software, All students apply- for students, test and implement personnel time, ing for graduation IT support will have access to ment new online graduation online graduation application put out by Col- application and league complete the process. 100% of ap- plications for graduation will be completed through the online graduation application process.

Strategic Enrollment Management Plan 2019-2024 44 GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Stop Out communication im- Dean of Enrollment Beginning Personnel time, 100% of students plemented per semester: Services, Registrar, Spring 2019 customized re- who have applied Director of Institu- ports through for graduation and communicate with students tional Effectiveness Datatel, IT sup- do not meet credit who applied for graduation port, TextUs ap- hour requirements and not complete in efforts to plication for graduation will recruit them back for comple- be contacted and tion provided encour- agement to return to KC and name of contact person.

Continually measure student All staff and faculty. Ongoing Personnel time, Each department satisfaction VP of Student Ser- Survey Monkey sets a measurable vices, Dean of En- Software, PG&D goal using data rollment, Director of training time-- from past surveys. ACE Safe College software.

Strategic Enrollment Management Plan 2019-2024 45 SEM 4 Data Culture

GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Research all current and potential systems and resources to ensure KC is making data-driven decisions.

Capturing and Defining Amy Troutt - lead. Begin exploring Prospect Module in Implementation of prospect contacts and Student Services, Spring 2020, imple- Ellucian, Datatel CRM IT, IE mentation Fall training conversions/ Evaluate 2022 (preliminary) and Improve current Ellu- cian Infrastructure (CRM)

Establish data glossary of Alan Boerngen - Begin Summer Tables in RDEL Glossary com- terms and implement in- lead; campus com- 2019, Complete by pleted and dissemi- munity Fall 2022 nated, tables in stitution wide RDEL.

Track special popula- IE - lead, Student Begin Spring 2020 Dashboard/Reports Define special pop- tions, disaggregate data, Services on myKC ulations. Targets establish targets established.

Defining data resources IE - lead, Faculty, Begin Summer Dashboard/Reports Tracking report ac- that could be available to Student Services 2019, training for on myKC, over- cess numbers faculty at August sight committee? faculty 2019, ongoing monitoring of reporting

Training for data collec- IE, Assessment Spring 2021 tion and interpretation office implementation of some dashboards.

Strategic Enrollment Management Plan 2019-2024 46 GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Develop EM dashboard IE Program Review - for completions and an- FY19 nually report program completions as an item in Program Annual report.

Strategic Enrollment Management Plan 2019-2024 47 SEM 5 Marketing

GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Establish procedure Marketing, Instruc- Fall 2019 Travis, Jamie, Process map in place. for what steps to mar- tional Services Lynda ket all new courses/programs

Identify marketing Instructional Ser- Ongoing as feed- Personnel time Annually, complete a re- strategies based on vices, Marketing back report from view. ICCB is re- ICCB 5-year Program ceived. Review

Develop marketing Marketing, Execu- Start after feasi- Personnel time; Evaluation of us- plan for all Ed centers tive, Ed Center Di- bility study, crea- Budget for Mar- age/schedule/enrollment rectors, Cheryl tion of Ed-Cen- keting as baseline. Boehne ter-specific enrollment plan.

Develop process for Marketing, Instruc- Fall 2019 Personnel time; Process map in place. selecting stu- tional Deans MyKC? dents/graduates to share success stories

Develop marketing George Evans, Dr. In progress Personnel time Template complete. Mar- plan for career path- Becker, Amy Troutt, Spring 2019, keting materials and web- Travis Henson, IT completion Fall site aligned with cluster. ways for all incoming 2021 freshmen in AA, AS, AAS, AES, AFA

Develop a marketing Marketing, Alan Summer 2020 Personnel time; Metrics for different media strategy that tracks ef- Boerngen, IT IT resources, IE developed, tracking dashboards. schema developed, base- fectiveness of market- line data established. ing

Strategic Enrollment Management Plan 2019-2024 48 GOAL RESPONSIBILITY TIMETABLE RESOURCES MEASUREMENT Establish and promote Marketing, Presi- Summer 2021 Faculty/Staff Brand style guide devel- a consistent institu- dent's Cabinet, Fac- manuals, ICCB oped, plan in place. (mas- ulty leadership Style guide, cot) tional image/brand that focuses on academic quality, achievement, and customer service

Create and coordinate Marketing, Cydney May 2020 for Materials budget Incorporation into Market- marketing and recruit- Richardson, Cheryl marketing mate- ing Calendar. Boehne rials for summer, ment plan for continu- FY 2021 for cal- ing education, com- endar munity education

Strategic Enrollment Management Plan 2019-2024 49

Strategic Enrollment Management Plan 2019-2024 50